Business Management Supervisory
Starbucks Case Study
1) Starbucks’ employees can be seen as a formal team as opposed to an informal team. Differentiate between ‘formal’ and ‘informal’ teams.
2) The employees of Starbucks retail shops clearly work together well as a team. List four characteristics of teams that have ‘gelled’ together.
3) “… the numbers of employees are usually from three to six.” a. Why is the size of team an important factor?
b. What are the benefits to Starbucks of having small teams of staff in each branch?
4) Starbucks achieve success and adhere to the criteria of planning, execution and review. a. Explain three issues that need to be addressed in the planning process. b. Reviewing is an ongoing process. Explain three things Starbucks can do continually to ensure goals are being accomplished. (HINT: apply your facts on the review process to the Starbucks situation).
5) How does Starbucks manage to keep good relationships between their managers and employees?
6) Name the five issues that teams should take note of and address if necessary, before these issues become a crisis.
7) The staff at Starbucks are empowered and motivated employees. Briefly explain, in your own words, the three principles that Starbucks implement in motivating their employees.
8) Management needs to commit to certain aspects in order to empower employees. List four of these aspects.
1. Formal Team
A formal team is a structured team, created for a specific purpose. It will have a leader and everybody within the team will have a distinct role. At Starbucks the Formal Group has a formal organizational structure and involves a flat structure that is Board of Directors, Managers and staff. At the Branches the Formal Team was made up of Managers and Subordinates which both shared common specialties.
An informal team is similar to a formal team, but does not have a rank structure as in; having a leader or someone who co-ordinates as task. All team members in an informal team are equal in every task given to that team. At Starbucks Informal Teams where developed to ensure that communication was effective. They used the groups to deal with matters arising in the company and communicate the information to the rest of the workers.
They differ also in the form of origin, purpose, size, authority, behavior and communication.
Starbucks managers and supervisors co-work with line staff on the front line which creates a closer and familiar atmosphere. b.
Number of employees at Starbuck are usually from 3-6 so that helps staff to know each other well and quicker. Any ideas and objectives are treated equally. c.
The CEO believes the spirit of Starbuck is the employees and offer a structure of interaction to make them put out all the best into their jobs. d.
Managers treat employees equally and give them status of ‘partners’. This lessen the gap between managers and employees.
3. A. Team size of an organization is derived from Task, Goals and processes. Large teams are harder to manage and sometimes bias to some individuals than others, large teams also pose difficulties in knowing each member well. Smaller teams most times gives better work quality and outcomes, less conflict, stronger communication and more cohesion. Size is always important to a manager or supervisor so they can exercise ‘Span of Control’ which the amount of persons an individual can manage given a task. Theoretically 4-7 persons.
B. 1. Lessens the gap of politics in the organization
2. Stronger communication amongst staff
3. Better quality work and outcome
4. Treat employees of equal importance
5. Creates a bridge between organization strategies and staffing development 6. Remove gaps between different positions
4. Three Issues:
Equal Treatment – This means employer may not treat anyone differently. Starbucks managers...
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